Actively shaping and supporting cultural transformation
Cultural transformation is a major challenge for many companies. It means that existing values, behaviours and ways of working have to be changed in the long term. Managers repeatedly approach us with questions about how they can not only initiate this process, but also effectively manage it in the long term. Cultural transformation support helps to ensure that change is not left to chance, but is systematically supported and promoted.
A key topic is how communication can be organised effectively and what role managers play in change. Many report that they would like support in adapting their own management style to the new requirements and taking their employees with them. After all, cultural transformation does not succeed through measures alone, but through the active involvement of all those involved and constant reflection on progress and resistance.
The role of managers in cultural transformation
Without the conscious and continuous commitment of the management level, cultural transformation often remains superficial. Leaders need practical impulses on how to analyse and act in their respective situations. Support ensures that these impulses do not remain merely theoretical, but can be implemented in everyday life.
An example from industry shows that a production unit changed its internal communication with the help of targeted coaching. As a result, employees felt more involved and collaboration became more efficient. Another example concerns a service company that promoted dialogue between departments through regular workshops and thus actively shaped the culture. A more open error culture was also promoted in the IT sector with the help of adapted management tools, making it easier to drive innovation.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) In a medium-sized company, the cultural transformation was accompanied by training managers in open dialogue rounds. The aim was to communicate new values and set an authentic example. At the same time, employees were given the opportunity to contribute their views. This created an environment that saw change as a joint project and enabled the company to react more flexibly to changes in the market.
Practical approaches to supporting cultural change
Companies that are serious about implementing cultural transformation often report the importance of a structured approach. This includes, among other things, regularly obtaining feedback and utilising reflection phases. In this way, obstacles are recognised early on and can be addressed by making adjustments to management or work processes. An important approach is targeted coaching, which provides impetus and supports both managers and teams.
In retail, it has been shown that targeted coaching has enabled managers to see change as an opportunity and encourage employees to get involved. In the automotive industry, pilot projects were used to test new collaboration and communication methods before they were rolled out on a larger scale. The energy industry is also increasingly focussing on accompanying formats in order to integrate cultural changes into the structure in the long term.
KIROI BEST PRACTICE at ABC (name changed due to NDA contract) In an international group, managers were supported in an accompanying process to understand their role as culture drivers. The coaching sessions were designed to develop concrete steps for implementing the new values in the teams' day-to-day work. This resulted in practical tools that improved the dialogue between the hierarchical levels and contributed to a more sustainable cultural change.
Providing impetus for sustainable change
Impetus is crucial to keep cultural transformation moving. It is important not to promise quick success, but to accompany development on an ongoing basis. Many report that the process is kept alive through regular reflection, which makes real change possible.
In the software sector, regular feedback loops led to greater acceptance of agile working methods. In the healthcare sector, moderated workshops helped to bring together different perspectives and develop a common culture. Financial service providers also showed that new points of view could be recognised and integrated through targeted impulses.
KIROI BEST PRACTICE at DEF (name changed due to NDA contract) The company relied on accompanying coaching to guide managers in recognising and promoting positive examples from the culture. This gave the teams orientation and helped them to experience the cultural transformation as a living process that develops step by step.
My analysis
Accompanying cultural transformation is a complex process that depends above all on actively involved managers. They need support in order to remain capable of acting and to take their colleagues with them. It helps not to promise quick success, but to anchor the change sustainably with concrete impulses and reflections. KIROI coaching is a tried-and-tested format that is frequently used by clients to provide practical and effective support for cultural change.
Further links from the text above:
[1] Cultural transformation - 4 steps and 4 networks
[3] Mastering cultural transformation: KIROI step 4 for decision-makers
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